The document discusses a consumer research study conducted by ICICI Lombard to understand opportunities for cross-selling motor insurance to their existing health insurance customers. Key findings from surveying 200 health insurance customers include that 79% had not been approached for motor policies and most prefer WhatsApp for communication. There is an opportunity to cross-sell motor policies as current penetration is only 12%. The document proposes segmenting customers based on demographics and holdings to identify the most receptive targets. It also suggests building a predictive model to identify which health insurance customers will be interested in motor insurance.
Main body (The management functions of Robi Axiata ltd. )Abdullah Al Mamun
Robi's organizational structure consists of 9 divisions each headed by a CXO and containing multiple departments. The divisions include Finance, Commercial, IT, Technical, HR, Regulatory Affairs, Internal Audit, Corporate Affairs, and Corporate Strategy. Each department is headed by an EVP or VP and is responsible for specific functions like sales, marketing, technology support, recruiting, and legal compliance. The organization is headed by a Managing Director who is assisted by CXOs, GMs, and department heads in attaining organizational goals and principles.
How Organizations Can Focus Sales for Maximum ImpactOpenView
The best PLG businesses have a dirty secret: They all have sales teams. In fact, they’re doubling down on these teams.
But that doesn’t mean their unit economics are going to get any less attractive, or that they’ll build their sales team at the same pace that their lead volume increases.
How are the best companies doing this? Focus. We used to want to build a big funnel to give our sales team plenty of leads—but many of the experts Sam Richard spoke with from InVision, Wistia, Hubspot and more told me that they’re “splitting the funnel,” or narrowing it, to keep their teams laser-focused on the leads that make sense for their business.
Sam just finished a project with an OpenView portfolio company that wanted help identifying ways to keep their sales team focused on the best accounts coming through their free tool. During the course of the work, Sam consulted with experts and pretended to be a lead in order to shape some findings that she would now like to share with the community.
We invite you to check out Sam's findings, best practices and suggestions to rethink how you’re applying sales resources at your own organization. We hope this helps provide some guidance, and we’d love to know how your organization does this or what companies you admire who do this well. Reach out on Twitter or LinkedIn.
IGI is implementing a new sales and marketing strategy to improve profits in its US Liquid Bulk Gas division over three years. The strategy involves segmenting customers based on revenue and service needs and redeploying the sales force. Key aspects of the strategy include introducing a new "inside sales" role, increasing representatives serving high-revenue customers, and reducing generalist representatives. The implementation plan is in three phases focusing on communication, role transition, and performance evaluation. Customer segmentation is expected to generate 25.5% improved revenue from current and new customers, while sales force redeployment could reduce costs by $2.31 million annually.
Mahindra has good market coverage in Nepali vehicles ranges from tough and rough hilly roads to smooth down town roads with Scorpio, bolero and other SUVs.
IT390 IT Project ManagementProject Approval TemplateStudent Nam.docxpriestmanmable
IT390: IT Project ManagementProject Approval Template
Student Name:
Project Name:
1. Project Type
Select from the following options: (1) routine upgrade, (2) COTS selection and installation, or (3) new software/hardware development.
2. Purpose
Briefly describe the business case for this project. Why this one as opposed to other projects?
3. Scope
Briefly describe the scope of your project. What does this project seek to accomplish?
4. Goals and Deliverables
Briefly describe the goals and deliverables for the project. What you want to deliver and any milestones.
5. Required Resources
Briefly describe any resources (human and physical) you think you may need for the project. Are there specific skill sets required, and do you have them or do they need to be acquired.
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 3 Marketing Plan Worksheet: Product Decisions 1
Part 3 Product Decisions Worksheet
PRODUCT ISSUES
Product description:
Classify your offering (check all that apply):
Consumer Business
Good Service
Patent needed No patent needed
Patent obtained No patent obtained
Place your product or service in your portfolio:
Single item Complementary item
Enhancements to product enabled by Internet selling:
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 3 Marketing Plan Worksheet: Product Decisions 2
Reductions to product due to Internet selling:
BRAND
Brand Name:
Brand Logo:
Professional branding firm needed? Yes No
URLS
Company URL:
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 3 Marketing Plan Worksheet: Product Decisions 3
Alternative URLs:
PACKAGING ISSUES
Is product packaged? Yes No
How will packaging match other communication tools?
PRODUCT RETURNS
Products purchased on-line can be returned on-line? Yes No
Products purchased on-line can be returned in store? Yes No
Products purchased in store can be returned on-line? Yes No
Company will pay for shipping on customer returns? Yes No
General return policy:
General warranty:
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 3 Marketing Plan Worksheet: Product Decisions 4
PRODUCT LIFE CYCLE ISSUES
Your product is in what stage of the product life cycle?
Introductory Growth Maturity Decline
Affect on PLC of selling product on-line?
PLC lengthened PLC shortened PLC not affected
DIFFUSION STRATEGY
Key elements of diffusion strategy:
•
•
•
•
•
•
SERVICE QUALITY ISSUES
How will you incorporate the following service qualities into your offering?
Reliability:
Responsiveness:
Lamb Hair McDaniel Your Product or Service ...
Sales Process and Control Measure mechanism or method of sales team for autom...MasududzamanKhan1
This document outlines an agenda for a training session on increasing sales. The objectives are to identify obstacles to sales growth and how to overcome them, develop leadership and sales skills, learn how to identify market size and demand, and discuss application matrices, consultative sales skills, and monitoring sales activities. Various topics are listed with their durations, including identifying pain points, engaging customers, focusing on solutions, highlighting differences, and selling true value. Common sales obstacles and how to address them are also provided.
Main body (The management functions of Robi Axiata ltd. )Abdullah Al Mamun
Robi's organizational structure consists of 9 divisions each headed by a CXO and containing multiple departments. The divisions include Finance, Commercial, IT, Technical, HR, Regulatory Affairs, Internal Audit, Corporate Affairs, and Corporate Strategy. Each department is headed by an EVP or VP and is responsible for specific functions like sales, marketing, technology support, recruiting, and legal compliance. The organization is headed by a Managing Director who is assisted by CXOs, GMs, and department heads in attaining organizational goals and principles.
How Organizations Can Focus Sales for Maximum ImpactOpenView
The best PLG businesses have a dirty secret: They all have sales teams. In fact, they’re doubling down on these teams.
But that doesn’t mean their unit economics are going to get any less attractive, or that they’ll build their sales team at the same pace that their lead volume increases.
How are the best companies doing this? Focus. We used to want to build a big funnel to give our sales team plenty of leads—but many of the experts Sam Richard spoke with from InVision, Wistia, Hubspot and more told me that they’re “splitting the funnel,” or narrowing it, to keep their teams laser-focused on the leads that make sense for their business.
Sam just finished a project with an OpenView portfolio company that wanted help identifying ways to keep their sales team focused on the best accounts coming through their free tool. During the course of the work, Sam consulted with experts and pretended to be a lead in order to shape some findings that she would now like to share with the community.
We invite you to check out Sam's findings, best practices and suggestions to rethink how you’re applying sales resources at your own organization. We hope this helps provide some guidance, and we’d love to know how your organization does this or what companies you admire who do this well. Reach out on Twitter or LinkedIn.
IGI is implementing a new sales and marketing strategy to improve profits in its US Liquid Bulk Gas division over three years. The strategy involves segmenting customers based on revenue and service needs and redeploying the sales force. Key aspects of the strategy include introducing a new "inside sales" role, increasing representatives serving high-revenue customers, and reducing generalist representatives. The implementation plan is in three phases focusing on communication, role transition, and performance evaluation. Customer segmentation is expected to generate 25.5% improved revenue from current and new customers, while sales force redeployment could reduce costs by $2.31 million annually.
Mahindra has good market coverage in Nepali vehicles ranges from tough and rough hilly roads to smooth down town roads with Scorpio, bolero and other SUVs.
IT390 IT Project ManagementProject Approval TemplateStudent Nam.docxpriestmanmable
IT390: IT Project ManagementProject Approval Template
Student Name:
Project Name:
1. Project Type
Select from the following options: (1) routine upgrade, (2) COTS selection and installation, or (3) new software/hardware development.
2. Purpose
Briefly describe the business case for this project. Why this one as opposed to other projects?
3. Scope
Briefly describe the scope of your project. What does this project seek to accomplish?
4. Goals and Deliverables
Briefly describe the goals and deliverables for the project. What you want to deliver and any milestones.
5. Required Resources
Briefly describe any resources (human and physical) you think you may need for the project. Are there specific skill sets required, and do you have them or do they need to be acquired.
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 3 Marketing Plan Worksheet: Product Decisions 1
Part 3 Product Decisions Worksheet
PRODUCT ISSUES
Product description:
Classify your offering (check all that apply):
Consumer Business
Good Service
Patent needed No patent needed
Patent obtained No patent obtained
Place your product or service in your portfolio:
Single item Complementary item
Enhancements to product enabled by Internet selling:
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 3 Marketing Plan Worksheet: Product Decisions 2
Reductions to product due to Internet selling:
BRAND
Brand Name:
Brand Logo:
Professional branding firm needed? Yes No
URLS
Company URL:
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 3 Marketing Plan Worksheet: Product Decisions 3
Alternative URLs:
PACKAGING ISSUES
Is product packaged? Yes No
How will packaging match other communication tools?
PRODUCT RETURNS
Products purchased on-line can be returned on-line? Yes No
Products purchased on-line can be returned in store? Yes No
Products purchased in store can be returned on-line? Yes No
Company will pay for shipping on customer returns? Yes No
General return policy:
General warranty:
Lamb Hair McDaniel Your Product or Service Offering
Marketing 8e
Part 3 Marketing Plan Worksheet: Product Decisions 4
PRODUCT LIFE CYCLE ISSUES
Your product is in what stage of the product life cycle?
Introductory Growth Maturity Decline
Affect on PLC of selling product on-line?
PLC lengthened PLC shortened PLC not affected
DIFFUSION STRATEGY
Key elements of diffusion strategy:
•
•
•
•
•
•
SERVICE QUALITY ISSUES
How will you incorporate the following service qualities into your offering?
Reliability:
Responsiveness:
Lamb Hair McDaniel Your Product or Service ...
Sales Process and Control Measure mechanism or method of sales team for autom...MasududzamanKhan1
This document outlines an agenda for a training session on increasing sales. The objectives are to identify obstacles to sales growth and how to overcome them, develop leadership and sales skills, learn how to identify market size and demand, and discuss application matrices, consultative sales skills, and monitoring sales activities. Various topics are listed with their durations, including identifying pain points, engaging customers, focusing on solutions, highlighting differences, and selling true value. Common sales obstacles and how to address them are also provided.
Oracle cg cx industry transformation for tahariChris Corrigan
The document discusses the need for consumer goods and retail companies to modernize their customer experience approach to engage consumers successfully. It highlights key challenges such as direct consumer commerce, consumer and channel complexity, retail execution difficulties, and limited data analysis. The document advocates that high performing companies have fully developed digital-physical strategies and shares examples of results from world-class companies' use of Oracle's customer experience solutions. It introduces Oracle's customer experience approach and cloud suite to help consumer goods companies address these challenges.
Angel Broking is one of India's largest retail brokerage firms. It was started in 1987 by Dinesh Thakkar as a sub-broker with 3 employees and 25 clients. Some of Angel Broking's achievements include being the first to focus on retail-centric research, adopting a branch model for personalized services, and launching web-enabled back office software. Angel Broking has the largest number of registered sub-brokers on NSE and has received several awards for being a major volume driver on BSE. The presentation highlighted Angel Broking's five pillars of operations, membership and distribution model, USPs, awards, products and services, and results from projects analyzing sectors, competing brokers, and client feedback.
This internship report summarizes the intern's work surveying the market share and customer preferences for Videocon d2h, a direct broadcast satellite television provider in India. The objectives of the internship were to analyze Videocon's market scenario, understand competitors' strategies, analyze product segmentation, and evaluate the company's weaknesses. Through primary and secondary research including customer and dealer surveys, the intern found that Videocon's main competitors Tata Sky and Dish TV had stronger brand recognition and provided better services and dealer margins. Recommendations included improving advertising, offering promotional deals, strengthening relationships with dealers, and addressing complaints about services.
Eric Santos - Revenue plays to preserve MRR, gain efficiency and build a pipe...SaaStock
This document outlines strategies for SaaS companies to preserve revenue, gain efficiency, and build a pipeline for future growth during the COVID-19 crisis. It recommends gathering customer intelligence to refine positioning, preserving monthly recurring revenue through proactive engagement and empathy, accelerating sales through segmentation and adjusted processes, gaining efficiency through business model optimization and potential M&A, and creating a pipeline for future revenue through low-cost entry points and expanded adoption. It also stresses the importance of transparency, empathy, and careful management of people during this challenging time.
White paper the 4 key reasons 70 percent of telco digital transformations fai...Martin Kievit
Within this white paper we zoom in to why Telcos struggle to deliver successful transformation programmes.
What is it they do wrong and how could they prevent this.
We also look into the different approaches Telcos take when it comes to technology and implementation partner choices
Aftermarket accounts for a quarter of total revenues for manufacturing businesses, but between 40% and 80% of total profits. Today, the average manufacturer only captures 25% of its customers’ total service spending because aftermarket is not part of most companies’ commercial operating model and the supply chain is not set up to handle the major differences between original equipment sales and service sales.
Join us in this On Point webinar to hear more about how you can make aftermarket the centre of your growth strategy and improve your supply chain even in times of crisis. You will also get access to a benchmarking tool that measures the maturity of your aftermarket sales in your organisation.
PPT T.SAIBALAJI.pptx balaji bbchgcngcnxcnhjvjjbvnhcvnvmnvnmc nvmb,mbmv mnv m bsaibalajiyadav4
This document provides an overview of a study on the impact of advertising on customers of Hero MotoCorp Limited. The study objectives are to understand customer perceptions of Hero's advertising, the media used, and advertising strategies. It will also examine what information customers use when purchasing bikes from Hero. Primary data will be collected through random sampling and interviews. Secondary data sources include company records, publications, and the internet. The study aims to explore Hero's rural customer segment and how promotional activities influence them.
This document summarizes a company's process for evaluating potential partners and provides details on discussions with several prospective partners. The company's due diligence process involves initial market research, phone interviews, hosting partner visits, and technical evaluations. Updates are provided on 14 potential partners representing various offer types. Key learnings emphasize the importance of premium offers and limiting partnerships to one per offer type.
This document provides guidance for developing a business plan tailored to different audiences and types of businesses. For raising capital from banks or investors, the plan should include details on funds needed, their intended use, and projected growth, returns, and exit strategies. The operational plan section advises on including details specific to the business type, such as production levels, costs, pricing, quality control, inventory management, and location criteria. Developing the marketing plan involves analyzing the target market and competition, and outlining promotional strategies. Financial projections should include profit/loss, cash flow, and balance sheet statements for 5 years. Customizing the generic plan with company-specific information is key to its effectiveness.
The document outlines various checklists and considerations for improving different aspects of a leadership development program called GIP, including purpose-driven market segmentation to better target customer needs, increasing customer loyalty through improved processes and products, ensuring proper supply and demand alignment of sub-products and partners, developing talent capacity through optimized structures and training, improving conversion rates through data-driven marketing, and establishing clear leadership and purpose throughout all experiences. Key focus areas include partner retention, raising impact, tackling relevant market segments, and enabling bigger program delivery through optimized resources. Considerations span market analysis, communication flows, guidelines, CRM systems, KPI tracking, and pilot implementation.
Why Your Customer HealthScore is Useless and How to Overcome ItBoaz S. Maor
Customer Health Score (CHS) is a common and helpful metric for Customer Success Managers (CSM). But, it is insufficient to address opportunities and challenges with your customers. Why? Because it focuses on the vendor-customer relationship and fails to assess the maturity of the customer in running their business.
This is why Ralf Wiggten and I recently coined the term Customer Maturity Index (CMI) and developed a methodology for its calculation. Combining CMI with CHS provides the clarity needed for effective playbooks to maximize both the customer’s success and yours from the relationship.
This presentation explores the short-comings of common Customer Health Scores, provides the case for Customer Maturity Index, details a suggested methodology for CMI development within a company and provides practical tools for such development.
This document discusses market segmentation strategies for startups. It recommends that startups carefully segment their markets and frequently review their go-to-market strategy, potentially switching to a go-to-customer strategy. It outlines seven steps for successful market segmentation, including determining the startup's life cycle stage, creating customer profiles for sub-segments, assessing profiles against criteria, and testing the top target segment. The document also discusses components of target market segmentation such as primary market research, segmenting business markets, and using matrices to prioritize and select target markets.
The document outlines the agenda for a Business Development Marketing conference taking place on July 21-23, 2004. The agenda includes presentations and discussions on topics such as BDC performance, consumer privacy initiatives, FordDirect call tracking services, dealer websites, internet marketing metrics, and regional needs assessments. The document also provides background on Ford's business development marketing initiatives and a competitive analysis of other automakers' customer acquisition and retention capabilities.
HP Inc. has a multi-tiered sales and distribution structure in India. It partners with tier-1 distributors who sell to tier-2 channel partners, who then sell to end customers across various sectors. The document discusses HP's product portfolio, market share in India, key challenges around conflicts between channel partners, and strategies for measuring channel effectiveness such as revenues generated. It also covers factors considered for marketing performance like brand awareness, customer retention, and how HP engages customers over their lifetime.
Tiff Arcella – Stop wasting money and valuable opportunities: How to optimize...Sean Bradley
This document discusses optimizing third party lead programs to sell more cars. It begins by looking at current online car buyer behavior and how information is gathered and decisions are made more quickly online. It then discusses selecting a qualified third party lead provider, how to assess providers, and best practices for lead follow up. Key recommendations include having customizable lead programs, timely lead handling and follow up, and focusing on quality leads from serious buyers.
This document appears to be notes from a business development marketing conference. It discusses various initiatives around customer relationship management and lead management. It notes that competitors have been making major investments in these areas while Ford has been reducing spending. Benchmarking projects were conducted to better understand Ford's position compared to competitors and it was found that Ford is behind the curve. The document discusses various privacy regulations that are rapidly changing the business environment around telemarketing, email marketing, data security, and information sharing. Compliance strategies and available resources are also mentioned.
The document provides details of a business venture called UNQ Tech that offers customizable mobile phones. It introduces the team members and their roles. It then describes the problem of people spending excess money on unwanted phone specifications. The solution proposed is offering phones where customers can select the specs and design within their budget. Various sections provide information on the customer segments, marketing strategy, and financial projections of the minimum viable product which indicate it could be a profitable venture.
This document provides an overview of how to build an M&A strategy, outlining a 6-step process: 1) determine business plan drivers, 2) acquisition financing constraints, 3) develop an acquisition candidate list, 4) build preliminary valuation models, 5) rate and rank acquisition candidates, and 6) review and approve the strategy with key stakeholders. The goal is to translate a company's strategic business plan into a prioritized list of target acquisitions by evaluating how deals fit financing constraints and impact business objectives. Preliminary models estimate acquisition costs and returns to facilitate strategy development and approval.
The document summarizes a market analysis report on LG consumer durables in India. It discusses LG's market share and competition from other foreign players who control most of the consumer durable market. The report aims to analyze LG's display share in stores, identify potential dealers, understand issues faced by dealers, and enhance knowledge of LG's marketing and branding activities. Primary and secondary research methods were used, including interviews, discussions, observations and reviewing past records. The report provides insights into LG's business and strategies but was limited by its small scope and time constraints.
Oracle cg cx industry transformation for tahariChris Corrigan
The document discusses the need for consumer goods and retail companies to modernize their customer experience approach to engage consumers successfully. It highlights key challenges such as direct consumer commerce, consumer and channel complexity, retail execution difficulties, and limited data analysis. The document advocates that high performing companies have fully developed digital-physical strategies and shares examples of results from world-class companies' use of Oracle's customer experience solutions. It introduces Oracle's customer experience approach and cloud suite to help consumer goods companies address these challenges.
Angel Broking is one of India's largest retail brokerage firms. It was started in 1987 by Dinesh Thakkar as a sub-broker with 3 employees and 25 clients. Some of Angel Broking's achievements include being the first to focus on retail-centric research, adopting a branch model for personalized services, and launching web-enabled back office software. Angel Broking has the largest number of registered sub-brokers on NSE and has received several awards for being a major volume driver on BSE. The presentation highlighted Angel Broking's five pillars of operations, membership and distribution model, USPs, awards, products and services, and results from projects analyzing sectors, competing brokers, and client feedback.
This internship report summarizes the intern's work surveying the market share and customer preferences for Videocon d2h, a direct broadcast satellite television provider in India. The objectives of the internship were to analyze Videocon's market scenario, understand competitors' strategies, analyze product segmentation, and evaluate the company's weaknesses. Through primary and secondary research including customer and dealer surveys, the intern found that Videocon's main competitors Tata Sky and Dish TV had stronger brand recognition and provided better services and dealer margins. Recommendations included improving advertising, offering promotional deals, strengthening relationships with dealers, and addressing complaints about services.
Eric Santos - Revenue plays to preserve MRR, gain efficiency and build a pipe...SaaStock
This document outlines strategies for SaaS companies to preserve revenue, gain efficiency, and build a pipeline for future growth during the COVID-19 crisis. It recommends gathering customer intelligence to refine positioning, preserving monthly recurring revenue through proactive engagement and empathy, accelerating sales through segmentation and adjusted processes, gaining efficiency through business model optimization and potential M&A, and creating a pipeline for future revenue through low-cost entry points and expanded adoption. It also stresses the importance of transparency, empathy, and careful management of people during this challenging time.
White paper the 4 key reasons 70 percent of telco digital transformations fai...Martin Kievit
Within this white paper we zoom in to why Telcos struggle to deliver successful transformation programmes.
What is it they do wrong and how could they prevent this.
We also look into the different approaches Telcos take when it comes to technology and implementation partner choices
Aftermarket accounts for a quarter of total revenues for manufacturing businesses, but between 40% and 80% of total profits. Today, the average manufacturer only captures 25% of its customers’ total service spending because aftermarket is not part of most companies’ commercial operating model and the supply chain is not set up to handle the major differences between original equipment sales and service sales.
Join us in this On Point webinar to hear more about how you can make aftermarket the centre of your growth strategy and improve your supply chain even in times of crisis. You will also get access to a benchmarking tool that measures the maturity of your aftermarket sales in your organisation.
PPT T.SAIBALAJI.pptx balaji bbchgcngcnxcnhjvjjbvnhcvnvmnvnmc nvmb,mbmv mnv m bsaibalajiyadav4
This document provides an overview of a study on the impact of advertising on customers of Hero MotoCorp Limited. The study objectives are to understand customer perceptions of Hero's advertising, the media used, and advertising strategies. It will also examine what information customers use when purchasing bikes from Hero. Primary data will be collected through random sampling and interviews. Secondary data sources include company records, publications, and the internet. The study aims to explore Hero's rural customer segment and how promotional activities influence them.
This document summarizes a company's process for evaluating potential partners and provides details on discussions with several prospective partners. The company's due diligence process involves initial market research, phone interviews, hosting partner visits, and technical evaluations. Updates are provided on 14 potential partners representing various offer types. Key learnings emphasize the importance of premium offers and limiting partnerships to one per offer type.
This document provides guidance for developing a business plan tailored to different audiences and types of businesses. For raising capital from banks or investors, the plan should include details on funds needed, their intended use, and projected growth, returns, and exit strategies. The operational plan section advises on including details specific to the business type, such as production levels, costs, pricing, quality control, inventory management, and location criteria. Developing the marketing plan involves analyzing the target market and competition, and outlining promotional strategies. Financial projections should include profit/loss, cash flow, and balance sheet statements for 5 years. Customizing the generic plan with company-specific information is key to its effectiveness.
The document outlines various checklists and considerations for improving different aspects of a leadership development program called GIP, including purpose-driven market segmentation to better target customer needs, increasing customer loyalty through improved processes and products, ensuring proper supply and demand alignment of sub-products and partners, developing talent capacity through optimized structures and training, improving conversion rates through data-driven marketing, and establishing clear leadership and purpose throughout all experiences. Key focus areas include partner retention, raising impact, tackling relevant market segments, and enabling bigger program delivery through optimized resources. Considerations span market analysis, communication flows, guidelines, CRM systems, KPI tracking, and pilot implementation.
Why Your Customer HealthScore is Useless and How to Overcome ItBoaz S. Maor
Customer Health Score (CHS) is a common and helpful metric for Customer Success Managers (CSM). But, it is insufficient to address opportunities and challenges with your customers. Why? Because it focuses on the vendor-customer relationship and fails to assess the maturity of the customer in running their business.
This is why Ralf Wiggten and I recently coined the term Customer Maturity Index (CMI) and developed a methodology for its calculation. Combining CMI with CHS provides the clarity needed for effective playbooks to maximize both the customer’s success and yours from the relationship.
This presentation explores the short-comings of common Customer Health Scores, provides the case for Customer Maturity Index, details a suggested methodology for CMI development within a company and provides practical tools for such development.
This document discusses market segmentation strategies for startups. It recommends that startups carefully segment their markets and frequently review their go-to-market strategy, potentially switching to a go-to-customer strategy. It outlines seven steps for successful market segmentation, including determining the startup's life cycle stage, creating customer profiles for sub-segments, assessing profiles against criteria, and testing the top target segment. The document also discusses components of target market segmentation such as primary market research, segmenting business markets, and using matrices to prioritize and select target markets.
The document outlines the agenda for a Business Development Marketing conference taking place on July 21-23, 2004. The agenda includes presentations and discussions on topics such as BDC performance, consumer privacy initiatives, FordDirect call tracking services, dealer websites, internet marketing metrics, and regional needs assessments. The document also provides background on Ford's business development marketing initiatives and a competitive analysis of other automakers' customer acquisition and retention capabilities.
HP Inc. has a multi-tiered sales and distribution structure in India. It partners with tier-1 distributors who sell to tier-2 channel partners, who then sell to end customers across various sectors. The document discusses HP's product portfolio, market share in India, key challenges around conflicts between channel partners, and strategies for measuring channel effectiveness such as revenues generated. It also covers factors considered for marketing performance like brand awareness, customer retention, and how HP engages customers over their lifetime.
Tiff Arcella – Stop wasting money and valuable opportunities: How to optimize...Sean Bradley
This document discusses optimizing third party lead programs to sell more cars. It begins by looking at current online car buyer behavior and how information is gathered and decisions are made more quickly online. It then discusses selecting a qualified third party lead provider, how to assess providers, and best practices for lead follow up. Key recommendations include having customizable lead programs, timely lead handling and follow up, and focusing on quality leads from serious buyers.
This document appears to be notes from a business development marketing conference. It discusses various initiatives around customer relationship management and lead management. It notes that competitors have been making major investments in these areas while Ford has been reducing spending. Benchmarking projects were conducted to better understand Ford's position compared to competitors and it was found that Ford is behind the curve. The document discusses various privacy regulations that are rapidly changing the business environment around telemarketing, email marketing, data security, and information sharing. Compliance strategies and available resources are also mentioned.
The document provides details of a business venture called UNQ Tech that offers customizable mobile phones. It introduces the team members and their roles. It then describes the problem of people spending excess money on unwanted phone specifications. The solution proposed is offering phones where customers can select the specs and design within their budget. Various sections provide information on the customer segments, marketing strategy, and financial projections of the minimum viable product which indicate it could be a profitable venture.
This document provides an overview of how to build an M&A strategy, outlining a 6-step process: 1) determine business plan drivers, 2) acquisition financing constraints, 3) develop an acquisition candidate list, 4) build preliminary valuation models, 5) rate and rank acquisition candidates, and 6) review and approve the strategy with key stakeholders. The goal is to translate a company's strategic business plan into a prioritized list of target acquisitions by evaluating how deals fit financing constraints and impact business objectives. Preliminary models estimate acquisition costs and returns to facilitate strategy development and approval.
The document summarizes a market analysis report on LG consumer durables in India. It discusses LG's market share and competition from other foreign players who control most of the consumer durable market. The report aims to analyze LG's display share in stores, identify potential dealers, understand issues faced by dealers, and enhance knowledge of LG's marketing and branding activities. Primary and secondary research methods were used, including interviews, discussions, observations and reviewing past records. The report provides insights into LG's business and strategies but was limited by its small scope and time constraints.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
AkshaySingh_Livguard 1st.pptx
1. “DGO Program”
Sales stint Review under LYLP
-Akshay Singh (1202300)
(Thankful to Mr. Ishant Taylor for the support)
2. 01 Objective Understand the dynamics of Livguard business in Jaipur and the objective of this
DGO Program.
02 Qualitative
Learning
To understand the consumer behavior, preferences and
selling techniques for better .
03 Performance
Output parameter
Performance indicators of the sales stint as Jaipur DGO.
04 Way forward in
Jaipur
A guide for the future DGOs in Jaipur.
05 DGO Program 2.0 Scope of improvements in our current program.
06 Scope of
Improvement
Areas of Improvement in other verticals/departments I interacted with.
Table of Content
3. 3
Objective:
Among many other, the primary objective of the DGO program is to
increase the width of distribution of livguard in Jaipur.
• Geographic: Jaipur Urban & Rural
• Distributor: GS Enterprises (Gurdeep Ji)
• ASM: Mr. Ramswaroop Choudhary
• Product Category: IB, Inverter and Automotive Battery
• LCPs: 11 out of 24 in Jaipur stretching over 8 tehsils.
• Potential Findings:
I. To find the scope of LCP to RO2 wholeselling in Jaipur for various
LCPs.
II. Get a fair idea of existing RO2 density of our LCPs.
III. Calculate the challenges, feasibility & optimum conditions for this
DGO program.
DGO Program
4. 4
Sales Ritual:
I. P: Plan your PJP & Prepare your bag.
II. O: Open the call on Field Assist
III. S: Store check for Livguard
IV. I: Initiate the order booking
V. T: thoroughly Merchandize
VI. I: Inform the TSI & LCP
VII. V: Verify order delivery
VIII. E: End the day
Qualitative Learnings
Sales Learnings:
I. The Art of Consistency: New Business
(RO2) development requires consistent
efforts, build relationship, visit frequently to
get a RO2 on board.
II. Value Proposition: Every RO2 seeks
different value, some seeks better credit,
better price, better service, better branding.
III. Conversation Backlog: “Listen more, talk
less”. Always keep a note of key points of
your last non-business conversation and
their names. It will help you build better
relationship.
IV. Consultancy Selling vs Hard Selling: New
RO2s need business consulting as they are
thinking about entering this industry.
V. Business Ethics: Do not promise something
you or your company can’t deliver. Always
seek for long-term business. Do not
inculcate non-ethical practices.
VI. Upselling- Cross Selling: More customer
lifetime value, more loyalty & more referrals.
Livguard
Factory
Ncubate
Jaipur
G.S
Enterprises
LCP
RO/RO2
Customer
Primary
Secondary
Tertiary
Distribution Flow
5. 5
Primary Research:
• Active LCPs: 11 (1 in Jaipur City & 10 in Outskirts/ Rural Jaipur)
• RO2s created: 175
• Active RO2s: 26
• Total Units Sold: 104
• Total Purchase Orders: 49
• Working Days: 55
Performance Indicators
39%
15%
38%
8%
SALES
IB Inv 4W Other
2.05
1.75
1.6
4
2
IB
INV
4W
2W
E-…
0 2 4 6
Order Density
30.40%
12%
40%
IB
Inv
4W
0.00% 10.00%20.00%30.00%40.00%50.00%
Target Achievement
** Tractor, E-Riksha & 2W batteries are not included.
6. 6
Key Points to Note:
• Potential Findings:
I. 7/11 LCPs are situated on National
Highways. So, we have a huge potential
for automotive.
II. Mostly, IB & Inverter whole selling are
happening in distant geographies and in
cross-regions. So, little inefficient to
track this.
III. Few LCPs are into retailing only and are
not open for the prospects of whole
selling like Mahaveer Enterprises.
Way forward for Jaipur
Rajdhani Motors City Outskirts All
Highest potential
(20% of Livguard DB) High
Tanya Enterprises City Outskirts All Livguard Exclusive High
Mahaveer Enterprises City Automobile Majorly Retail only. Medium
Xtreme Batteries National Highway 4W + Tractor Better FLP & Rotation.Low
Shree Sadar National Highway IB + Inv Livguard Exclusive Medium
Chaudhary Batteries, Jalsu Rural All Livguard Exclusive Low
Balaji Bagru National Highway 4W + Tractor High RO2 Scope Medium
Tanwer Batteries National Highway 4W + Tractor Low RO2 Scope Low
Chauhan Tractor National Highway 4W + Tractor Low RO2 Scope Low
Vikash Batteries, Dudu National Highway All High RO2 Scope Medium
Etawa Battery House Rural All High RO2 Scope Medium
LCPs Territory
Major
Business LCP Comments Scope of RO2
High 30 - 50 Medium 15 - 30 Low 10 - 15
8. Customer Journey Map
Territorial knowledge
& Market knowledge.
POP Material. Confirm the order
delivery before
ending your day.
Punch your
visits/orders on Field
Assist & Intimate the
TSI about the order
simultaneously.
Price list designed by TSI &
approved by ASM along with
dedicated LCP, KRO & RO list.
Value chain distribution is most
important.
Visit RO2s as per
PJP with detailers &
POP material.
LCP Visit with TSI
and price list signed
by LCP.
DGO Training:
• Application &
Product training.
• BTL Branding
process (Softcopy)
DGO Model 2.0
Monitoring: FTD reports
should be rolled out at any
time of the day. Let’s not stick
to 2PM.Also, DGOs should be
encouraged to submit bills for
some non-monetary benefits.
9. Customer Journey Map
DGO Model 2.0
SKU
RO2 LCP FLP
Comments
Amaron Livguard WRS
34B20L 3600
38B20L 3800 3290 100
40B20L 3900 3170 100
DIN 65 6700 6008 100
DIN 66 6650
95D26R 6400 5601 100 75D26R
4LB 920 730
Key Points to Note:
• Potential Findings:
I. To maintain the Livguard exclusivity
LCPs are reluctant to do near whole
selling. They have the mindset that this
will deteriorate the market for them.
II. It will also eliminate their Livguard
monopoly, as Livguard has a good
name in Rural Jaipur.
10. Challenges
10
Dealer Exclusivity
• In order to maintain the
Livguard exclusivity, LCPs
are reluctant to do business
nearby.
Ex: Shree Sadar Batteries
Geographies of
whole selling
• In Jaipur, LCPs are mostly
whole selling as far as 50-
100 km away.
Ex: Rajdhani, Xtreme, etc.
Sales vs Marketing
• Lack of clear
communication with regards
to eligibility for BTL branding
under the DGO Program.
POP Merch
• NO merchandize was
provided to DGOs to leave
at RO2s especially needed
for LivExpert Program
Value Distribution
• Recommend a cross-sell
strategy or campaign and
measure the effectiveness
of the campaign
WOD Measure
• Recommend a cross-sell
strategy or campaign and
measure the effectiveness
of the campaign
11. 11
Google My Business
Scope of Improvements (other departments)
• Difference in the business name.
• Not keeping the LCPs in the loop.
Result: Google business getting
blacklisted,
resulting in loss of business.
12. 12
Digital Presence
Scope of Improvements (other departments)
• Server is not able to retrieve the
requested page.
• Broken pages and redirects.
15. Methodology for Consumer Behavior
15
Primary Research:
We have taken the data of IL Health Insurance customers who are also the potential target of IL
motor insurance.
Contacting 200 IL health insurance customers over phone with a set of questionaire to find out
their response on specific parameters.
• Category: ICICI Lombard Health Insurance Customers
• Sample size: 200 HI policy holders (96/200 already done)
• Age Group: 26 – 45 yrs
• Cities: Tier 1 & Tier 2
• Potential Findings:
I. To know the proposition of cross selling motor insurance.
II. Get a fair idea of current GI policy density of our customers.
III. Degree to which IL had tried cross-selling motor policies to these customers.
16.
17. Questionnaire
17
S. No. Questions
1 Is it difficult for you to manage policies from different insurance companies?
2 Do you think it will be more convenient if you have policies from same insurer?
3 (a)
3 (b)
Have you been approached by our team for motor insurance policies?
Have you been contacted for additional health cover?
4 Would you prefer a Sales call/WhatsApp/Email for further details?
5 Do you prefer to stick to the same insurer for long term or you re-evaluate frequently?
6 From where do you purchase your other policies? Through Agent/Bank/Website/3rd Party?
7 What all general insurance policies are you currently holding? like Health/Motor/Home/Business?
19. Identify Opportunity (using cross-sell grid)
19
• A cross-sell grid is a mapping of products held by
customers and which is segmented by product
group.
• We can conclude that “home among health
insurance” cross-sell program is a successful
one. However, a bigger push is required as the
penetration of the “motor insurance among health
insurance” is relatively low. Clearly this segment
is an untapped opportunity.
Cross-Sell Grid
Customers
Cross-sell
penetration
Cross Bought/Sold Products
Acquisition
Product
Health
Insurance
Motor
Insurance
Home
Insurance
Business
Insurance
Griha
Raksha
Insurance
Health
Insurance
105 - 13
(12%)
14583
(43%)
7914
(23%)
639
(2%)
Motor
Insurance
Home
Insurance
Business
insurance
Griha
Raksha Ins.
Travel
Insurance
20. Customer Segmentation
20
Customer segmentation can be possible on the basis
of various parameters:
1. Demographics: Age, Gender, Married, Income,
Employment, location, etc.
2. Behavior Data: Spend, Savings, Spend Category,
Card Type, CIBIL, etc.
3. Cross-Product Holdings.
4. Insurance Product Response
5. Information on spend on lifestyle
Compile the already cross-sold customers.
(Motor insurance customers that had
already purchased health insurance)
Identify and analyse the traits of these
customers like Age, Gender, location, etc.
These traits could be the basis of
customer segmentation of health
insurance customers.
Example of cross selling cyber insurance to
business insurance customers.
Idea of Revanth
21. Propensity Modeling
21
• We want to build a model to predict whether the
HI policyholders from the past year will also be
interested in Motor Insurance policy or not.
• Developing a model to estimate whether a
customer will be interested in a vehicle insurance
policy would enable the organization to plan its
communication strategy so that it can reach out
to these customers and optimize its business
model.
Design the
hypothesis which
suits the prospects
of cross-sell.
Validate the
hypothesis using
30% of segmented
customer data
Predictive Analysis:
Logistic regression
analysis using SPSS
or Python
Use 70% data to
train the model and
make the
predictions.
Model will segregate
your customer base
into 4 categories.
22. Propensity Model (for Motor Insurance)
22
Hypothesis:
1. Male customers are more inclined to purchase the motor insurance
policy.
2. Customers within the age bracket of 23-50 year are more interested in
motor insurance offer.
3. Those with the new vehicles are more interested for insurance offerings.
4. If the Customer got his/her vehicle damaged in the past, they would be
more interested in buying insurance.
5. Customers having their renewal date coming up, are more interested for
the offering.
6. Customers having vehicle loan from ICICI bank, are more interested in
motor insurance offer.
Tier1 (50%)
High quality leads
Tier2 (10%)
Medium quality leads
Tier3 (30%)
Low propensity
(young, mostly single, no
indication of motor
ownership)
Tier4 (10%)
Duplicates
or
Incorrect
leads
23. Timing of cross-sell
23
Predict the right time to pitch the products to existing
customers based on inter-purchase time of similar
customers.
(like vehicles in India are mostly bought at different
festival times like Diwali, Dhanteras, Eid, and during
year ends)
Enquire about the Vehicle Registration
Number of the health insurance customers
Identify when their motor insurance policy
is up for renewal.
Leverage the established and preferred
mode of communication for policy
proposition.
Table of Content
24. Cross-sell strategy
Proposals
at the
time of
renewals
Cross-sell
strategy
24
• Text is set in 24pt Arial
• Text is set in 24pt Arial
• For emphasis use 24pt Arial Bold
25. Converting even 10% of customers to
take all their policies from ICICI
Lombard could be worth up to 15% of
Total BBG revenue which is
approximately XXX million rupees.
29. Slide Title 32pt Arial Bold
Sub-Title 24pt Arial Bold
Text is set in 16pt Arial 29
0
25
50
75
100
label in 16pt label in 16pt label in 16pt
16pt_Category 16pt_Category2
16pt_Category3 16pt_Category4
16pt_Category5 16pt_Category6
16pt_Category8 16pt_Category82
30. When to use smart art?
22pt Arial
22pt Arial
22pt Arial
22pt Arial
22pt Arial 22pt Arial
Text is set in 16pt Arial 30
• Use a smart art to visually
communicate the information.
• Use smart art to show a
complex process, list, cycle,
hierarchy, relationship etc.
31. Slide Title 32pt Arial Bold
24pt Arial 24pt Arial 24pt Arial 24pt Arial
24pt Arial 24pt Arial 24pt Arial 24pt Arial
Text is set in 16pt Arial 10
33. Slide Title 32pt Arial Bold
22pt Arial
22pt
Arial
22pt Arial
22pt
Arial
22pt Arial
22pt
Arial
Text is set in 16pt Arial 33
• Text is set in 24pt Arial
• Text is set in 24pt Arial
• For emphasis use 24pt Arial Bold
34. How to pick and use Primary
& Secondary colours?
1. Select colour from colour drop down
menu or use the RGB specifications
mentioned in the took kit slide
2. The template will auto-select primary
brand colours, in case you need to
add more colours, you can do so using
the colour drop-down menu
3. Select secondary colours only when
primary colours are used
34
35. RGB of Primary and Secondary colours
R=231
G=120 B=23
R=151
G=41 B=30
R=5
G=60 B=109
R=209
G=207 B=187
Secondary Colours
Primary Colours
For formatting purposes, no colours other than primary and secondary colours are allowed. 10
R=145
G=123 B=185
R=253
G=185 B=42
R=244
G=133 B=142
R=0
G=192 B=243